HARVARD UNIVERSITY

HARVARD UNIVERSITY GRADUATE SCHOOL OF EDUCATION A-027B/MLD-427B MANAGING FINANCIAL RESOURCES IN NONPROFIT ORGANIZATIONS Spring 2018 ______________________________________________________________________________ Instructor: Staff Assistant: James P. Honan, Senior Lecturer on Education Till Freitag Office: Gutman Library 448 Gutman 464 Phone: 617-496-8131 617-384-5502 e-mail:[email protected] e-mail: [email protected] Office hours: Sign-up sheet posted at Gutman 448 The course teaching assistants will be available during posted hours. ______________________________________________________________________________ INTRODUCTION This course provides a general introduction to the financial management practices and problems of nonprofit organizations, including colleges, schools, government agencies, and other nonprofit entities. The overall purpose of A-027B/MLD-427B is to familiarize students with the principles and techniques of financial management and control in nonprofit organizations. No prior knowledge of finance or accounting is expected or needed. The course aims to make students better managers and consumers of financial information rather than budget officers or accountants. COURSE OBJECTIVES The specific objectives of A-027B/MLD-427B are to: • • • • •

familiarize students with how information on the financial position of nonprofit organizations is measured and recorded and with how this information is summarized and reported; examine how financial statements and reports are utilized to analyze a nonprofit organization's financial condition and organizational efficiency and effectiveness; review the purposes and techniques of budgeting and resource allocation in nonprofit organizations; highlight the ways in which information produced by management control systems can aid personnel and programmatic decisions as well as how this information can be used to assist in the formulation of responses to declining or constrained resources; and improve students' understanding of alternative approaches to strategic planning in nonprofit organizations.

COURSE CONTENT A-027B/MLD-427B is comprised of six units, each of which will address a different aspect of financial management and control in nonprofit organizations. A particular unit might include readings, a case study and/or a guest speaker. All readings and case studies are to be found on the course ISite. There is a special IPA© page where links to all the readings and case studies can be accessed. A list of recommended readings is included at the end of the course syllabus. These readings add perspective and depth and elaborate on key issues and concepts that are covered in class discussions and required readings. Most items are available in one or more of Harvard University's libraries and/or in local bookstores. ATTENDANCE The class meets on Tuesdays and Thursdays from 8:30 A.M. to 10:00 A.M. Students should make every effort to attend every class session. Please inform the instructor if you are unable to attend class. READINGS All required readings and case studies for A-027B/MLD-427B are included on the course ISite via electronic links or will be distributed during the session. Required reading materials are contained in the course site for A-027B. Please take the time to review the Terms of Use for iPa© materials and visit the iPa© Knowledge Center. Both can be reached via this Link STUDENT EVALUATION/GRADING Grades for A-027B/MLD-427B are based on two written case analyses, class participation, and a final examination. Each case analysis will count for 25% of the final course grade (for a total of 50%), class participation will count for 10%, and the final examination will count for 40%. Final grades will be computed based on the above percentage shares and assigned as letter grades. Case Analyses We will analyze and discuss nine case studies in class during the semester. Each student will be expected to prepare a written analysis of two of the case studies. Students may select any one case in Units 2 or 3 and any one case in Units 4, 5, or 6 to fulfill this requirement. Case analyses are due at the beginning of the class session in which the case is taught. (Note: Case analyses cannot be faxed or emailed to the instructor.) The case analysis consists of a 5 page analytic memo, with 1 inch margins, 12 point font and double spaced, which responds to a number of questions concerning the major financial management issues in the case. Students will receive written feedback on both cases. Each graded case analysis counts for 25% of the final grade (for a total of 50%). 2

Class Participation Class participation is an important component of this course. Participation in discussions and case analyses is essential. Quality of participation is more important than quantity. Class participation counts for 10% of the final grade. Final Examination This is a take home, essay examination that covers the entire course - class lectures and case discussions, as well as the readings. It will be distributed on April 24, 2018 and is due on May 1, 2018. Students will answer any four questions, out of 7-8 questions offered. The final exam counts for 40% of the final course grade. (Note: Final examinations cannot be faxed or emailed to the instructor.) ACADEMIC HONESTY Students should familiarize themselves with HGSE and HKS policies regarding academic honesty and plagiarism. Please consult Writing with Sources and the HGSE and HKS Student Handbooks for specific details and rules.

General Resources on Nonprofit Financial Management Wallace Foundation - Resources for Nonprofit Financial Management: http://www.wallacefoundation.org/knowledge-center/Resources-for-FinancialManagement/Pages/default.aspx Minnesota Council of Nonprofits: http://www.minnesotanonprofits.org/nonprofitresources/financial-management/financial-managment-resources-overview Nonprofit Resource Center: http://www.nprcenter.org/financial-management Nonprofit Finance Fund: http://nonprofitfinancefund.org/ Massachusetts Nonprofit Network: http://www.massnonprofitnet.org/ Nonprofit Accounting Basics: http://www.nonprofitaccountingbasics.org/ National Council of Nonprofits: https://www.councilofnonprofits.org/tools-resources 501 Commons Organization: http://www.501commons.org/resources/tools-and-bestpractices/financial-management

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COURSE OUTLINE AND SCHEDULE

Unit 1: Introduction to Accounting and Control in Nonprofit Organizations Topics: • Fund Accounting/Fund Structure • Chart of Accounts • Basis of Accounting • Original Source Documents • Transaction Analysis • Accounting Principles/Accounting Standards • Audits/Management Letters • Accounting Cycle Reading: Anthony, Robert N. & Young, David W. (2005). Financial Accounting and Financial Management. In The Jossey_Bass Handbook of Nonprofit Leadership and Management. 2nd Edition. San Francisco: Jossey-Bass. (pp. 466-512). [iPa©] Audit Guide for Audit Committees of Small Nonprofit Organizations. Virginia Society of Certified Public Accountants, 2011. [E-Resource] Link Audit Guide for Charitable Nonprofits. National Council of Nonprofits. [E-Resource] Link Brimley, Jr., Vern and Garfield, Rulon R.. (2002). Accounting and Auditing. In Financing Education in a Climate of Change. (pp. 319-337). [iPa©] Coe, Charles K. (2011). Managing the Audit. In NonProfit Financial Management: A Practical Guide. Hoboken, NJ: John Wiley and Sons, pp. 43-75. [iPa©] Everett, Ronald E., Johnson, Donald R. and Madden, Bernard W. (2007). Financial and Managerial Accounting for School Administrators. Lanham, Maryland: Rowman & Littlefield Education. pp. 267-277. [iPa©] Gray, David. (2010) Finance Basics for Nonprofit Organizations. In Finance Arts Guide to Nonprofit Cash Flow. Princeton, NJ: Finance Arts, LLC. (pp. 9-27). [iPa©] McLaughlin, Thomas A. (2002). Chapter 6: Nonprofit Accounting: Acknowledging the Strings Attached. In Streetsmart Financial Basics for Nonprofit Managers. 2nd Ed. New York: John Wiley & Sons, Inc. pp. 69-75. [iPa©] Ruppel, Warren (2007). Chapter 1 Understanding the Basics of Not-for-Profit Accounting. In Not-for-Profit Accounting Made Easy. 2nd Ed. Hoboken, NJ: John Wiley and Sons, Inc. pp. 14

42. [iPa©]

Unit 2: Preparation and Interpretation of Financial Statements Topics: • Preparation of Financial Statements • Financial Reporting Systems • Financial Statement Formats Reading: Berger, S. (2003). Elements of Basic Audited Financial Statements. In Understanding Nonprofit Financial Statements. pp.7-29. [iPa©] Bowman, Woods. [2011]. Accounting:Measuring Past Performance. In Finance Fundamentals for Nonprofits: Building Capacity and Sustainability. Hoboken, NJ: John Wiley and Sons, pp. 15-32. [iPa©] Dalsimer, J.P. (1995). Understanding Nonprofit Financial Statements: A Primer for Board Members. pp. 1-24. [iPa©] Gray, David (2010) Nonprofit Finance Documents. In Finance Guide to Nonprofit Case Flow. Princeton, NJ: Finance Arts, LLC. pp. 129-139. [iPa©] Weikart, Lynne A., Chen, Greg G. and Sermier, Ed. [2013]. Understanding Financial Statements. In Budgeting and Financial Management for Nonprofit Organizations. Los Angeles, CA: Sage CQ Press, pp. 112-131. [iPa©] Case Study: NGO Financial Strategy – Hypothetical Case [iPa©] Case Questions: (1) Analyze the financial condition of Goodness USA. What financial indicators are most significant to you? Why? (2) What two or three key financial decisions do the senior leaders and board of Goodness USA need to make? (3) What are the risks and benefits of each decision?

Unit 3: Financial Analysis and Cost Accounting Topics: • Financial Analysis Techniques • Ratio Analysis • Cost Accounting • Special Considerations in Analyzing Different Types of Nonprofit Organizations 5

Reading: Barr, Kate. (2010) “Local Conditions Vary: Assessing Your Nonprofit’s Financial Position,” The Nonprofit Quarterly, Winter 2009, pp. 48-49. [iPa©] Coe, Charles K. (2011). Evaluate Financial Condition. In Nonprofit Financial Management: A Practical Guide. Hoboken, NJ: John Wiley and Sons, pp. 77-96. [iPa©] Colby, Susan and Rubin, Abigail. Cost are Cool – The Strategic Value of Economic Clarity. December 2003. The Bridgespan Group. [E-Resource] Link Herzlinger, Regina and Hilgenkamp, Ramona K. (2002). Identify the Nonprofit. Boston: Harvard Business School. [iPac] McLaughlin, Thomas A. (2002). Chapter 5: Financial Analysis: A Few Diagnostic Tools.. In Streetsmart Financial Basics for Nonprofit Managers. 2nd Ed. New York: John Wiley & Sons, Inc. pp.49-66. [iPa©] McLaughlin, Thomas A. (2002). Chapter 7: Cost Accounting: How much does it cost?. In Streetsmart Financial Basics for Nonprofit Managers. 2nd Ed. New York: John Wiley & Sons, Inc. pp. 77-87. [iPa©] Peters, Jeanne Bell & Schaffer, Elizabeth. (2005). Financial Leadership for Nonprofit Executives. Saint Paul, MN: Wilder Publishing Center. pp. 37-63. [iPa©] Young, David W. (2005). Management Accounting. In The Jossey_Bass Handbook of Nonprofit Leadership and Management. 2nd Edition. San Francisco: Jossey-Bass. pp. 513-559. [iPa©] Young, David .W. (2008). Full-Cost Accounting. In Management Control in Nonprofit Organizations. Cambridge, MA: The Crimson Press, pp. 58-78. [iPa©] Case Study: Francis W. Parker Charter Essential School (2000) [iPa©] Case Questions: (1) Analyze the financial condition of the Francis W. Parker Charter Essential School. What 2 or 3 financial indicators are most significant to you? (2) What is your assessment of the five options for increasing revenues at Parker? Do these options respond to the financial challenges identified in questions (1)? (3) What are the two or three key issues concerning the school’s finances that should be discussed at the special trustees’ meeting? Why? Case Study: University of Trent [iPa©] Case Questions: (1) Evaluate the strengths and weaknesses of the financial position of the University of Trent. (2) What 2 or 3 aspects of their financial condition are most significant to you? Why? (3) Were Chip Wise’s actions helpful 6

to the financial condition of the University of Trent? Why or why not?

Unit 4: Budgeting and Resource Allocation in Nonprofit Organizations Topics: • Types of Budgets • Budget Process/Calendar • Approaches to Budgeting and Resource Allocation • Roles and Responsibilities in Budgeting • Decision Rights Reading: Honan, James P. (2011) Strategic Resource Allocation: The Superintendent’s Perspective. In Every Child Every Classroom Every Day – School Leaders Who Are Making Equity a Reality. Robert S. Peterkin et al. (Eds.). San Francisco, CA: Jossey-Bass, pp. 141-145. [iPa©] Johns, Christine M. (2011). The Equity Fight in Utica, Michigan. In Every Child Every Classroom Every Day – School Leaders Who Are Making Equity a Reality. Robert S. Peterkin et al. (Eds.). San Francisco, CA: Jossey-Bass, pp. 165-173. [iPa©] Proctor, Allen J. (2010). Linking Mission to Money. Columbus, OH: The Academy for Leadership and Governance. pp. 25-50. [iPa©] Shim, J.K. & Siegel, J.G. (1997). Budgeting: A Tool for Planning and Control. In Financial Management of Nonprofits. pp.139-165. [iPa©] Shim, J.K. & Siegel, J.G. (1997). Zero Base Budgeting and Program Budgeting. In Financial Management of Nonprofits. pp.167-178. [iPa©] Weikart, Lynne A., Chen, Greg G. and Sermier, Ed. [2013]. Budgeting as Part of the Planning Process. In Budgeting and Financial Management for Nonprofit Organizations. Los Angeles, CA: Sage CQ Press, pp. 17-42. [iPa©] Young, Dennis R. (2004). “The Seven Insights of Effective Nonprofit Economic DecisionMaking,” in Effective Economic Decision-Making by Nonprofit Organizations. Dennis R. Young, Ed. New York: The Foundation Center, pp. 191-218. [iPa©] Young, David W. (2012). The Operating Budget. In Management Control in Nonprofit Organizations. Cambridge, MA: The Crimson Press, pp. 172-208. [iPa©]

Case Study: Redding School: Participatory Budgeting (1994) [iPa©] 7

Case Questions: (1) Evaluate the Redding School's new financial management and budgeting system. What are its strengths and weaknesses? (2) What advice would you give Camilla Lewis concerning changes to, or improvements in, Redding's new budget system? (3) Will the Redding School's approach to financial management and budgeting help to improve the overall performance of the school? Why or why not?

Case Study: Aligning Resources to Improve Student Achievement: San Diego City Schools (A) (2004) [iPa©] Case Questions: (1) What are the strengths and weaknesses of San Diego City Schools’ (SDCS) strategy for reallocating and realigning resources to the Blueprint for Student Success? (2) Would you grant more control and flexibility over resources to SDCS principals? Why or why not? (3) What are the implications of your response to question #2 regarding SDCS district strategy and organization?

Unit 5: Cost Containment/Retrenchment Topics: • Organizational Responses to Declining Financial Resources • Cost Containment/Retrenchment Strategies • Aligning Priorities and Financial Resources Reading: Bowman, Woods. “Financial Capacity and Sustainability of Ordinary Nonprofits.” Nonprofit Management and Leadership, Vol. 22, no. 1, pp. 27-51. [E-Resource] Link Chabotar, K.J. & Honan, J.P. (1990, November/ December). Coping With Retrenchment: Strategies and Tactics. Change, 28-34. [E-Resources] Link Gaberman, Barry D. (2008). Facing the Financial Crisis: 10 Smart Things Your Board Can Do Now. Washington, DC: Broadsource. [E-Resource] Link Greenlee, Janet S. & Tuckman, Howard (2007). Financial Health. In Financing Nonprofits Putting Theory into Practice. Dennis R. Young (Ed.). Lanham, MD: AltaMira Press, pp. 315335. [iPa©] Gumport, P.J. (1993, May/ June). The Contested Terrain of Academic Program Reduction. The Journal of Higher Education, 283-311. [iPa©] Lane, Frederick S. (2006). “Managing Financial Stress,” in Wise Decision-Making in Uncertain 8

Times. Dennis R. Young, Ed. New York: The Foundation Center, pp. 75-90. [iPa©] Massarsky, Cynthia W. (2005). Enterprise Strategies for Generating Revenue. In The Jossey_Bass Handbook of Nonprofit Leadership and Management. 2nd Edition. San Francisco: Jossey-Bass. (pp. 436-465). [iPa©] Proctor, Allen J. (2010). Linking Mission to Money. Columbus, OH: The Academy for Leadership and Governance. pp. 51-63. [iPa©] Raffa, Thomas and Cocchiaro, Robert J. (2002) “Managing Financial Uncertainty,” The Nonprofit Quarterly. V. 9, Issue 1, pages 3. [E-Resource] Link

Case Study: SUNY College of Technology at Farmingdale (1997) [iPa©] Case Questions: (1) Illustrate what retrenchment is by using one example from the case. Explain how your example highlights the challenges of coping with retrenchment. (2) How well has SUNY Farmingdale coped with the budget cutbacks up to this point? (3) How can senior administrators advance the institutional mission given current and anticipated budget cutbacks? Case Study: How Steppenwolf Excelled, First on the Boards, Then in the Boardroom, and Ultimately on the Balance Sheet. [E-Resource] Link (1) How well has the Steppenwolf Theater Company coped with financial resource constraints and fluctuations over the years? What are the key strengths and weaknesses of their financial strategy? (2) What key financial decisions did the Steppenwolf Theater Company make during the years covered in the case? Did these decisions present any noteworthy risks or benefits?3) What should the leaders and trustees do next? Why?

Unit 6: Strategic Planning: Aligning Mission, Strategy, and Resources Topics: • Approaches to Planning and Planning Processes • Strategy Development and Resource Allocation Reading: Allison, Michael and Jude Kaye. (2005). Introduction to Strategic Planning. In Strategic Planning for Nonprofit Organizations. 2nd Ed.Hoboken, NJ: John Wiley & Sons, Inc. pp. 1-30. [iPa©] Gelatt, J.P. (1992). A Guide to Strategic Planning for the Nonprofit. In Managing Nonprofit 9

Organizations in the 21st Century. (pp. 14-33). [iPa©] Mintzberg, H., Ahlstrand, B., & Lampel, J. (1999). And Over Here, Ladies and Gentlemen: The Strategic Management Beast. In Strategy Safari: A Guided Tour Through the Wilds of Strategic Management. (pp. 1-21). [iPa©] 10 Finance Essentials for Social Sector Leaders. Nonprofit Finance Fund. 2009. [E-Resource] Link Phills, Jr. James A.. (2005). The Role of Leadership in Mission, Strategy, and Execution. In Integrating Mission and Strategy for Nonprofit Organizations. New York: Oxford University Press, pp. 153-171. [iPa©] Steiss, Alan Walter. (2003). Strategic Planning: Mission, Vision, Goals, and Objectives. In Strategic Management for Public and Nonprofit Organizations. New York: Marcel Dekker, Inc. (pp. 49-72). [iPa©] Steiss, Alan Walter. (2003). Strategic Planning: SWOT Analysis, Strategies, Policies and Implementation. In Strategic Management for Public and Nonprofit Organizations. New York: Marcel Dekker, Inc. (pp. 73-97). [iPa©] Case Study: Linking Resources to Results: The Chicago Public Education Fund’s Master Teacher Initiative. [E-Resource] Link Case Questions: (1) What was the theory of change for the Chicago Public Education Fund’s Master Teacher Initiative? Were the Initiative’s strategies and activities aligned with the intended goals that were set? If so, how? (2) How loose or tight was the link between resources and results in this initiative? Did the link become stronger or weaker over time? (3) What advice do you have for President Knupp and her colleagues concerning “next steps” for planning for the Master Teacher Initiative? Case Study: Long Beach Unified School District (A) [iPa©] and (B) [iPa©] Case Questions: (1) What three factors contributed most significantly to LBUSD’s progress from 1992-2002? Why did you identify these three? (2) If you were Christopher Steinhauser, how would you keep LBUSD moving forward? (3) What 2 or 3 examples from the case illustrate effective links between planning/strategy development and resource allocation?

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A-027B/MLD 427B SCHEDULE – SPRING 2018 Session 1 Session 2

23 Jan 25 Jan

Course Introduction and Overview Unit 1: Introduction to Accounting and Control in Nonprofit Organizations Unit 1: (continued). Unit 1: (continued) Unit 2: Preparation and Interpretation of Financial Statements Unit 2: (continued) Unit 2: (continued) Unit 2: NGO Financial Strategy – Hypothetical Case analysis due Unit 3: Financial Analysis and Cost Accounting Unit 3: (continued) Unit 3 (continued) Francis W. Parker case analysis due Unit 3: (continued) University of Trent case analysis due Unit 4: Budgeting and Resource and Resource Allocation in Nonprofit Organizations Unit 4: (continued) No class – Spring Break

Session 3 Session 4 Session 5 Session 6 Session 7 Session 8 Session 9 Session 10 Session 11 Session 12 Session 13

30 Jan 01 Feb 06 Feb 08 Feb 13 Feb 15 Feb 20 Feb 22 Feb 27 Feb 01 March 06 March

Session 14

Session 15 Session 16 Session 17 Session 18 Session 19 Session 20 Session 21

08 March 12-16 March 20 March 22 March 27 March 29 March 03 April 05 April 10 April

Session 22 Session 23

12 April 17 April

Unit 4: (continued) Redding School case analysis due Unit 4: San Diego case analysis due Unit 5: Cost Containment/Retrenchment Unit 5 (continued) Unit 5: (continued) SUNY College of Technology case analysis due Unit 5: Steppenwolf Theatre Company case analysis due Unit 6: Strategic Planning: Aligning Mission, Strategy, and Resources Unit 6: (continued) Unit 6: (continued) Chicago Public Education Fund case analysis due

Session 24 Session 25 Session 26

19 April 24 April 26 April 01 May

Unit 6: (continued) Long Beach Unified case analysis due. Take-home Final Examination Distributed. Review session - optional Take-home Final Examination Due

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RECOMMENDED READING Anthony, Robert. (1988). Essentials of Accounting. 4th Ed. Reading, MA: Addison-Wesley. Anthony, Robert & Young, David. (1994). Management Control in Nonprofit Organizations. 5th Ed. Burr Ridge, Illinois: Irwin. Blazek, Jody. (1996). Financial Planning for Nonprofit Organizations. New York: John Wiley & Sons, Inc. Dalsimer, John P. (1995). Understanding Nonprofit Financial Statements: A Primer for Board Members. Washington, DC: National Center for Nonprofit Boards. Drucker, Peter F. (1990). Managing the Non-Profit Organization: Principles and Practices. New York: HarperCollins. Engstrom, John H. & Hay, Leon E. (1996). Essentials of Accounting for Governmental and NotFor-Profit Organizations. Chicago: Irwin. Everett, Ronald E., Johnson, Donald R. and Madden, Bernard W. (2007). Financial and Managerial Accounting for School Administrators. Lanham, Maryland: Rowman & Littlefield Education Financial Accounting Standards Board of the Financial Accounting Foundation. (1993). Financial Statements of Not-for-Profit Organizations. Norwalk, CT: FASB. Garner, C. William. (1991). Accounting and Budgeting in Public and Non-Profit Organizations: A Manager's Guide. San Francisco: Jossey-Bass. Gelatt, James P. (1992) Managing Nonprofit Organizations in the 21st Century. Phoenix, AZ: Oryx Press. Granof, Michael H. (2007). Government and Not-For-Profit Accounting. New York: John Wiley and Sons. Gross, Malvern J., Warshauer, William & Larkin, Richard. (1991). Financial and Accounting Guide for Not-for Profit Organizations, 4th Ed. New York: John Wiley & Sons, Inc. Henke, Emerson. (1985) Introduction to Nonprofit Organization Accounting. 2nd Ed. Boston: Kent Publishing. Herman, Robert D. & Associates. (1994). The Jossey-Bass Handbook of Nonprofit Leadership and Management. San Francisco: Jossey-Bass Publishers.

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Herrington, Bryce. (1992). Financial and Strategic Management for Nonprofit Organizations. Englewood Cliffs, NJ: Prentice-Hall. Herzlinger, Regina E. & Nitterhouse. Denise (1994). Financial Accounting and Managerial Control for Nonprofit Organizations. Cincinnati, OH: South Western Publishing Co. Johnson, Sandra L. (1994). Understanding College and University Financial Statements. Washington, DC: Association of Governing Boards of Colleges and Universities. Mautz, Robert K. (1994). Financial Reporting for Nonprofit Organizations. (New York: Garland Publishing, Inc. McLaughlin, Thomas A. (2002). Financing Basics for Nonprofit Managers. New York: John Wiley & Sons, Inc. McMillan, Edward J. (1994). Budgeting and Financial Management for Not-for-Profit Organizations. Washington, D.C.: American Society of Association Executives. Norvelle, Joan. (1991). Introduction to Fund Accounting. 4th Ed. Tucson, AZ: Thoth Books. Picus, Lawrence O. & Wattenbarger, James L. (1996). Where Does the Money Go? Resource Allocation in Elementary and Secondary Schools. Thousand Oaks, CA: Corwin Press, Inc. Ruppel, Warren. (2007). Not-For-Profit Accounting Made Easy. New York: John Wiley and Sons. Shim, Jae K. & Siegel, Joel G. (1997). Financial Management for Nonprofits. New York: McGraw-Hill. Thompson, David C. & Wood, R. Craig. (1998). Money and Schools. Larchmont, NY: Eye on Education. Wacht, Richard F. (1991). Financial Management in Nonprofit Organizations. Atlanta: Georgia State University Business Press. Young, Dennis R. (Ed.) (2004). Effective Economic Decision-Making by Nonprofit Organizations. National Center on Nonprofit Enterprise and The Foundation Center. Young, Dennis R. (Ed.) (2006). Wise Decision-Making in Uncertain Times. Using Nonprofit Resources Effectively. National Center on Nonprofit Enterprise and The Foundation Center. Young, Dennis R. (Ed.) (2007). Financing Nonprofits. Putting Theory into Practice. Lanham, MD: AltaMira Press 13

Ziebell, Mary T. & DeCoster, Don. (1991). Management Control in Nonprofit Organizations. San Francisco: Harcourt Brace Jovanovich.

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